Managing long-term health conditions in the Workplace


Long-term conditions are often referred to as chronic conditions within the UK, these conditions will require ongoing treatment and management. In some cases, for the person’s entire life, for example, asthma or diabetes.

Symptoms of long-term health conditions can vary, impacting the person’s quality of life and limiting the activities they can do. The person may require physical therapy or lifetime medication as a result of the condition. The condition may be slowly progressing, developing, and worsening over time, such as arthritis or heart disease.

In the UK, people with disabilities are protected under the Equality Act 2010. The Act outlines that a person has a disability when a physical or mental impairment has a substantial and long-term adverse impact on day-to-day activities. ‘Long-term’ means the conditions has lasted or are expected to last 12 months or more.

Long-term health conditions UK statistics

  • 30% of the UK population live with one or more long-term health conditions.
  • More than 4 million of these people also suffer from mental illness.
  • The HSE reports there were 32.5 million estimated working days lost due to work-related ill health.
  • People out of work due to long-term sickness increased by 363,000 since early 2020 (ONS)

Long-term health conditions versus disability

Whilst they are two distinct concepts, long-term health conditions and disability intersect with each other at times, we have provided an outline of each below.

Long-term health conditions also known as chronic diseases are health issues that need continual management usually for a longer period of time, or life falling diagnosis. Managing long-term health conditions can be overwhelming, due to it impacting a person’s quality of life.

Disability is an overarching term for impairments, movement limitations, and participation constraints, according to the World Health Organisation (WHO). A disability may emerge from a mental, physical, or sensory impairment i.e., losing their vision. A disability impacts how a person interacts in society.   

Considerations are needed for the barriers within a person’s environment preventing them from fully interacting in society, for example, if a person is in a wheelchair, they may only be disabled in environments lacking wheelchair accessibility.

Mental health may be defined as a disability when it significantly impacts a person’s daily life for at least 12 months, it is considered a disability under UK law. The Equality Act 2010 was developed to protect individuals suffering from mental health illness from discrimination and ensure equal opportunities.

  • A long-term health condition is defined as a condition that cannot at present be cured but can be controlled by medication and therapies.
  • A physical disability, or physical impairment, which may have a substantial and/or long-term adverse effect on a person’s ability to carry out normal day-to-day activities.
  • This may include long-term conditions, which may have an impact on daily living, as well as physical challenges faced by some individuals.
  • The key message here is about individuality, and not assuming that any condition affects everyone in the same way.

Equality Act & Reasonable Adjustments – Top Tips

*Remember* you are not an expert in the condition, and you are not expected to be! This is why hiring external support is crucial for guidance for best steps going forward when managing long-term health conditions.

Think outside the box when it comes to reasonable adjustments showing the business has taken all measures and considerations possible to make adjustments helping to keep the employee working with the company.

Remove the bias when managing long term health conditions. Each case is unique to the individual, impacting them in various ways. Don’t think “well my aunt had this condition and didn’t have this symptom; she could work without adjustments.” Taking advice from professionals, on a case-by-case understanding is highly recommended.

Keeping up to date is crucial, as consistently gathering information on employment laws and reasonable adjustments helps to manage long-term health conditions as well as keep the business on the right side of laws.

People managers have significant impact on employee health at work, more than many will realise – keep this in the back of your mind when managing long-term health conditions.

Possible Reasonable Adjustments

  1. Phased return to work programme
  2. Alterations to start and finish times
  3. Altered hours, shorter days, days off in between workdays
  4. Alteration to workload (fewer tasks than normal)
  5. More time to complete tasks
  6. Need for more regular breaks
  7. Temporary changes to tasks
  8. Seek professional advice

What happens if you do not make reasonable adjustments? 

Overlooking the importance of making reasonable adjustments in the workplace may have serious repercussions. Failure to comply with discrimination laws, employees may raise grievances against employers, and these may lead to tribunal claims. Tribunal claims may have a negative impact on the business’s reputation, impacting recruitment and retention of employees.

Discrimination claims are uncapped in relation to compensation for injury to feelings, meaning there may also be serious financial implications. Awards currently range from £1100 to £56,000. The financial implications only should put pressure on employers to take all necessary steps.

Failure to make reasonable adjustments may lead to negative employee relations, lowering staff morale and trust. This may result from employees feeling their needs are not being meet or addressed by the employer. Employers may see a drop in productivity and motivation.

Furthermore, the business’s reputation may be significantly impacted as corporate social responsibility (CSR) has a great sway on brand reputation. Poor CSR from being seen to discriminate against employees when managing long-term health conditions, may damage customer loyalty and future business leads.

Is long Covid a disability?

A disability is “a physical or mental impairment that has a substantial and long-term negative effect on a person’s ability to do normal day-to-day activities.”

Definition of Long Covid

“Post-COVID-19 condition occurs in individuals with a history of probable or confirmed SARS CoV-2 infection, usually 3 months from the onset of COVID-19 with symptoms and that last for at least 2 months and cannot be explained by an alternative diagnosis.” World Health Organisation

With each individual experiencing different symptoms, severity of symptoms and duration of symptoms of long Covid, it is hard to say whether it will always amount to a disability.  In October 2021, the ONS estimated that there was 1.2 million experiencing long COVID in the UK, in January 2023 this is now estimated to be 2 million.

The Trade Union Congress (TUC) had recently called for it to be recognised as a ‘deemed disability’ to overcome this issue – in other words, for it to automatically be accepted as a disability, bypassing the complexities of the statutory definition above.

However, if this was to be implemented, it will likely lead to arguments as to where the boundary between normal Covid and long Covid lies.

Due to the uncertainty as to whether long Covid will be a disability in each person’s circumstances, it will be lower risk for you to act on the basis that employees with it have a disability while more information is pending. This means focusing on the reasonable – adjustments you can make.

Even if long Covid is not a disability, you should be careful that policies do not disadvantage those with the condition or indirectly discriminate against other protected characteristics.

For example, long Covid has so far been found to affect older people, ethnic minorities, and women more severely. A SAGE independent report found that the general population usually experiences mild symptoms of COVID-19 and 5-10% will develop long COVD.

Symptoms of Long Covid

  • Fatigue
  • Headache
  • Feeling unwell
  • Breathlessness
  • Cognitive symptoms-Brain fog, confusion, memory loss
  • Persistent Cough
  • Gastric problems
  • Palpitations
  • Neurological symptoms- ringing in the ears, loss of feeling in hands/feet.

Possible Support for employees experiencing long covid.

Managing long term health conditions brings the need for support systems in the business, taking consideration by a case-by-case bases.

•  Time off for appointments

•  No lone working

•  Clear objectives and regular communication

•  Working from home or Hybrid working model

•  Equipment adjustments

  • What else is the employee asking for?
  • What have the experts recommended?

Case study – where it has gone wrong.

L Buchan V West Lothian Board (2021)

An Edinburgh hospital worker was dismissed by health board following a long sickness absence, as of injuries sustained from being hit by a van door at work. Ms. Buchan won her unfair dismissal and disability discrimination case against NHS Lothian and awarded £11,571.51 by the tribunal. The compensation was for injury to feelings, as Ms Buchan claim of disability harassment was not upheld by the tribunal.

The accident had left her out of work for 2 years, previous to the accident Ms Buchan had been experiencing lower back pain and numbness in her fingers. Occupational health had done an assessment, but the pain did not affect Ms Buchan ability to attend work, prior to the accident she had no sickness absence.

The accident occurred in April 2019; Ms Buchan was opening one of the backdoors of the van she used for work. The wheelchair ramp extended unexpectantly, causing the other door to open causing Ms Buchan to be hit, falling to the ground.

Despite being injured Ms Buchan did not take any time off work but communicated to her line manager that her existing pain had worsen, particularly the pain and numbness in her left arm. Due to the persistent pain, she was signed off work even though she was trying to “push through” and continue to work.

Ms Buchan had raised issues regarding her pay, how her line manager handles the long-term absence and how her application for injury allowance was in the first instance unsuccessful. Fast forward to September 2020, during a meeting, dismissal had been mentioned causing Buchan to become upset and suggesting a role where she can work from home, as she had been signed off to do so.

A year later, NHS Lothian had come to the decision to terminate Ms Buchan employment on the grounds of capability due to her being unable to meet the expected standards of attendance for her current or other roles. When this decision was made, Ms Buchan had been on sick leave for 2 years due to a workplace injury.

NHS Lothian failed to make reasonable adjustments for Ms Buchan i.e., providing a work from home role. Leading to Ms Buchan being awarded £ 11,571.51. Learning from NHS Lothian is to train line managers on managing long-term health conditions, ensuring this doesn’t occur again.

6 top tips for businesses for managing long-term health conditions.

  1. Treat each case individually: people experience with long-term health conditions is unique and should be managed in the same way. Creating plans specific to the person is highly recommended, whether this is working from home or flexible working times. Encourage open communication between the employee and line managers.
  2. Proactively manage absence: employee handbooks should have an absence management policy, helping line managers to refer back to. Arrangements should be made in order to cover the person’s workload if absence for a long period of time. Consider the return-to-work process, will this be a phased return.
  3. Educate line managers: training line managers on how to handle long-term health conditions, this involves signs of struggle in an employee, identifying the employers’ legal obligations and the support incentives available for the employee.
  4. Take advice at every step of the way to keep you right: you are not expected to be an expert, consult with health professionals, lawyers and HR consultants regularly to help manage the situation properly. HR consultants will help line managers understand the risks involves by taking particular steps.  
  5. Be mindful of uncapped claims: Employers have a duty of care, understand the laws as to not leave the company liable costing them possibly 10s of thousand pounds.
  6. Be patient and trust the process: managing long-term health conditions is a long process, don’t make any quick/emotional decisions. Continue to make adjustments where possible and within reason, utilising all avenues available to the business i.e., external HR consultants.

When managing long-term health conditions investing in outsourced HR services is recommended. Our team of HR consultants can guide you through the process for managing long-term health conditions with the best practices.

Managing Employees Inappropriate Behaviour on social media: How businesses respond

Social media continues to adapt and develop, changing how businesses and their customers interact with each other. As with everything, social media has its pros and cons. More people than ever are using social media, many on multiple platforms sharing their photos/videos, thoughts/opinions, and lifestyles.

This opens a whole new arena for employers to deal with, especially when it comes to employees’ inappropriate behaviour on social media.  Due to social media the gap between, employees’ private life and work life has narrowed significantly.

Employees’ online and offline conduct outside of work can influence their employment and may result in the employee’s dismissal if deemed inappropriate and have an impact on the employer’s reputation.

However, employers shouldn’t react irrationally or without significant evidence whilst following the correct disciplinary procedure. Acting irrationally or too quickly may result in an unfair dismissal claim. Furthermore, businesses must consider whether the dismissal falls under ‘conduct’ or for ‘some other substantial reason.’

Employees’ inappropriate behaviour on social media can take different forms, including;


Sharing or posting comments which are based on an individual’s gender, race, religion, sexual orientation, or other protected characteristics may amount to harassment.

This may involve engaging in cyberbullying, making comments which are deemed threatening or derogatory, or sharing harmful content on social media platforms.

Inappropriate/explicit content

Posting or sharing of content deemed to be inappropriate may include sexually explicit or violent images, sharing of drug or alcohol use, or profanity.

Political or religious content

Engaging in posts sharing an employee’s political or religious views, or alternatively the employee writing and posting it themselves. This can be seen as representing the business’s viewpoint which may impact the business’s reputation. This may include the singing of songs with paramilitary references.

Disclosing confidential information

Sharing of businesses’ confidential information on social media platforms, including any information about the company itself, it’s employees or clients. Sharing of this information could be deemed as a breach of confidentiality.

Denigrating remarks

Posting comments where the employee is criticizing the company, management, or co-workers. Furthermore, making negative comments regarding the business’s products or services as well as sharing any grievances which are work-related.

External pressure to dismiss an employee.

If an employer feels pressure from an external party such as a supplier, customer, or sponsor to dismiss an employee following an untoward incident deemed as inappropriate behaviour on social media is circulating, this could potentially lead to an unfair dismissal claim.

Back in May 2022, a video was broadcast live on social media where a group was singing a song referencing a young Northern Irish woman who was murdered. This resulted in employees being dismissed with immediate effect due to the religious and political aspects involved. However, these employees have now submitted an unfair dismissal claim stating whilst they were present, they did not participate in the singing.

Businesses had been put under extreme pressure to take action, following this inappropriate behaviour on social media going viral, and may have reacted too quickly, not taking the correct steps and procedure for dismissing an employee.

External pressure to dismiss an employee may be included as appropriate evidence through the disciplinary procedure in relation to an employee’s actions or conduct, this may be inside or outside of work. Not every incident will be processed through the disciplinary process, furthermore, not every incident will amount to gross misconduct warranting dismissal following the first offence.

In some cases, the legal term for dismissal may not be ‘conduct’ but rather ‘some other substantial reason’ (SOSR), which may justify dismissal.

Under Article 130 (1) (b) of the Employment Rights Order 1996, SOSR can amount to a fair reason for dismissal as ‘some other substantial reason of a kind such as to justify the dismissal of an employee holding the position which the employee held.’

External pressures include clients, if a business only has one client and they have stated they would stop all work if the employee was not dismissed, this may warrant a fair dismissal due to some other substantial reason rather than conduct.

Tribunal cases relating to social media.

Trasler v B&Q ET

An employee posted on Facebook angrily, following a stressful day at work that his, “place of work is beyond a F***ing joke” and that he would be, “doing some busting”. These comments were noticed by a co-worker and reported to his employer. Following this, the employee was dismissed.

The tribunal found this to be an unfair dismissal, finding the employer to be unreasonable for concluding the comments on Facebook was a threat to the business’s reputation, nor was the employer and employee’s reputation undermined to the level that it warranted the dismissal.

Amey v London Borough of Barking & Dagenham

A compromising photograph of a naked Assistant Head Teacher had surfaced on Facebook, his wife had initially taken the photograph on her Blackberry phone. The teacher’s wife agreed immediately to delete the photograph, and the teacher believed his wife had deleted the image.

The Blackberry was taken to a repair shop as it had developed a fault but couldn’t be fixed. Fast forward 15 months and the image resurfaced on Facebook and students at the Assistant Headteachers circulated the photograph.

The school conducted an investigation into the incident and found the employee did not take enough steps to destroy the image, to ensure would not be made public again. The employee was dismissed on grounds of gross misconduct.

However, at the tribunal this dismissal was found to be unfair as the employee did not take the photograph himself, nor had posed for it, and fully believed the image had been deleted. The tribunal found that the Assistant Head Teacher was a victim of a crime and there were no acceptable grounds for the school to determine he had done anything wrong or failed to do anything.

The tribunal stated that if the employer had dismissed the employee on grounds of some other substantial reason,  and followed a fair procedure it could have been a fair dismissal.

The tribunal awarded the employee only his notice pay plus £300 for loss of statutory rights. His basic award wasn’t reduced.

Creating a social media policy

Developing and implementing a social media policy in the workplace is key to managing inappropriate behaviour on social channels. This policy will outline the standards and guidelines expected of employees when posting or sharing on social media.

The social media policy shouldn’t be limited to managing an inappropriate behaviour on social media involving the employee but, it must also detail the position of the employer and what action they can take.

The social media policy should detail all related policies which may apply following the inappropriate use of social media, including;

  • Code of conduct/Statement of ethics and values
  • Equal opportunities policy
  • Anti-harassment and bullying policy
  • Dara protection
  • IT or electronic communications policy
  • Disciplinary procedure policy

Examples of social media policy statements;

“You must not express opinions on our behalf via social media unless expressly authorised to do so by your manager. You may be required to undergo training to obtain this authorisation.”

Outline the exact don’ts of social media, e.g.;

You must not use social media to;

  1. Defame or disparage the business, employees or third parties.
  2. Harass, bully or unlawfully discriminate against employees or third parties
  3. Make false or misleading statements, or
  4. Impersonate other employees or third parties.

Within the policy, employers may stimulate the following;

“You must not display or disclose your affiliation with us on your social media profile or in any social media postings. Given that members of the public may still establish your affiliation with us, you should also ensure that your profile and any content you post are consistent with the professional image you present to clients and colleagues.”

Outline actions that may apply if breaches occur;

“You may be required to remove any social media content that we consider to constitute a breach of this policy. Failure to comply with that request may in itself result in disciplinary action up to and including summary dismissal.”

Don’t have a social media policy in place? Our team of HR consultants are experts when it comes to workplace policies, we will also complete an audit of your employee handbooks to identify any gaps to safeguard your business. Our HR consultants can advise on dealing with inappropriate behaviour on social media from employees.

Supermarket’s Health and Safety Failures!

Large Supermarket fined £3.5 million due to health and safety failures!

Morrisons Supermarket was found guilty of four health and safety failures following an employee fatality in 2014.

The supermarket was fined £ 3.5 million.

Matthew had suffered from epilepsy since the age of four. Morrisons were aware of his severe epilepsy and previously moved Matt to a different department and made adjustments following this change.

Matthew Gunn, died in hospital following a fall on the staff staircase, in Morrisons store on 25 September 2014. Matthew was a long-standing employee of 10 years. An epileptic seizure may have caused the fall, however, could not be confirmed with certainty.

The week prior to his fall, he had experienced an epileptic seizure in Morrisons warehouse, subsequently, his mother was called to pick him up.

The inquest concludes by saying “An absence of structured process and ownership in relation to managing a person with epilepsy, a lack of communication, no personal risk assessment, or the monitoring of thereof, and insufficient reporting all led to missed opportunities which may have contributed to Matt’s death.

The aspect of concern was the failure to record any observed or recorded epileptic event, Morrisons had been issued a ‘Prevention of Future Death’ regulation 28 report by the HM Senior Coroner for Gloucester.

Morrisons failed to put in place simple health and safety measures, to safeguard Matthew at work. Furthermore, Morrisons did not fully cooperate with all elements of the investigation. The significant fine enforced on Morrisons reflects the seriousness of the case and the failures of the company.

Avoid health and safety failures through our health and safety service.

Our health and safety consultants provide unlimited support through phone calls and emails, guiding you through various health and safety process in order to avoid health and safety failures.

Creating a safe and inclusive workplace culture

Do you have gender equality in your workplace?

Whether this is parental leave, flexible working, or gender-neutral language, now more than ever creating an inclusive culture is critical.

Does your business frequently conduct a gender pay gap analysis? This process identifies where and why there are gender pay gaps.

Find out more about gender equality in the workplace!

UK Pay rates & National Minimum wage 2023.

Employee entitlements for Statutory Sick Pay, Cap on week’s pay, and more have been increased for 2023, including the National Minimum wage.

Businesses are legally obligated to use the new rates, taking effect 1 April 2023.

We have provided two tables to outline the changes from 2022/23 to 2023/24 for businesses.

Find out more about UK pay rates and national minimum wage 2023!

Menopause in the Workplace Conference

Natalie is chairing the first-ever menopause in the workplace conference in Edinburgh on 18 April 2023 from 9 am to 1 pm, and you are all welcome!

Holyrood Insight is offering 20% off tickets to BeyondHR connections, use the code ‘beyondhr’ for 20% off.

A few of the key points being covered;

  • Understanding the impact, the menopause can have on women in the workplace.
  • Knowing how to talk about the menopause.
  • Best practice in implementing a workplace menopause policy.
  • Creating menopause friendly workplaces

Join the conversation on Tuesday 18th April in Edinburgh, providing business owners in Scotland with the chance to learn and network face-to-face with others.

Come along to find out what your legal responsibilities are and best practices in implementing a workplace menopause policy.

Get your tickets today!

UK Pay rates and National minimum wage 2023.

The Spring budget was delivered on the 15th March 2023, it has brought returnerships for over 50s and universal support for people with disabilities alongside the UK pay rates and National minimum wage 2023.

What are Returnerships?

Jeremy Hunt announced in the spring budget, a measure to encourage over-50s back to work with an Apprenticeship scheme, with many taking early retirement or a career break. The scheme uses the individual’s previous experience to fast-track the learning process.

The Returnerships program will provide people with free upskilling and training, encouraging those who took early retirement, or a career break back into the UK workforce. The aim is to get talented individuals back to work due to the shortages the UK economy is currently facing. Alongside the training, the program will assist the returners by providing job opportunities with businesses partnering with the program.

The returnership funding is £5 million and will provide grants to employers setting up returnership programs within their business. Grants may be used for mentoring, training costs or any other costs related to supporting people back to work. The program has other incentives including diversifying the UK workforce and promoting greater diversity and inclusion within businesses.

What is Universal Support?

The UK Government is funding up to 50,000 people with disabilities through a new ‘voluntary employment scheme’ helping those with disabilities back into the workforce. Jeremy Hunt commented that the new way of working has opened new opportunities as people can now use Zoom and Microsoft Teams to communicate with colleagues.

The Government is also looking at how people off work with long-term illness, can re-enter the economy due to economic inactivity within the UK. Currently there is over 2 million working-aged people off due to long-term sickness in the UK.

Why have the pay rates and national minimum wage increased?

The UK Government has increased their pay rates and national minimum wage due to a variety of reasons including the increasing inflation rates owing to the cost-of-living crisis alongside government policies. Implementing an increase in the national minimum wage will help lower earners who are struggling to make ends meet with a higher income as of April 2023.

Employers need to have their payroll correct from the 1st April 2023 in line with the new national rates, ensuring they are compliant with employment laws in the UK.

The national minimum wage for apprentices 2023

The national minimum wage 2023 for apprentices is £5.28 per hour, up from £4.81 per hour in 2022.

For apprentices, they have a lower minimum wage as they are in training programs which means they are not fully productive within their field. The program provides them with on-the-job training.

However, the minimum wage for apprenticeship is not set haphazardly, the calculation will take into consideration multiple factors, such as age, length of service, and their experience. It should be set fairly to reflect the person’s circumstances.

The lower wage was created to accommodate both the employer’s and apprentice’s needs, and in order for them to deliver a training and development framework.  

National living wage vs National minimum wage

One key difference between the national living wage and the national minimum wage is the age requirement, i.e. those over the age of 23 have access to the National living wage. Anyone under the age of 23 will be paid the national minimum wage.

The national living wage is reviewed yearly, changing to reflect the cost of living compared to the national minimum wage which is periodically reviewed and modified. However, the cost of living is not taken into consideration.  

Both the national living wage and the national minimum wage are legal requirements of business owners, and financial penalties would be imposed on any businesses not paying the national minimum wage.

UK Pay rates and National minimum wage 2023

We have provided a table to break down the changes from 2022 to 2023;

Rates 2023

   Date changing in NIRate (per week unless stated)Previously
Statutory Sick Pay April 23 £109.40£99.35
SPP,SAP,ShPP Stat. Parental Bereavement Leave (GB only)April 23 £172.48£156.66
SMPApril 23£172.48£156.66
LELApril 22£123.00    £123.00
Guaranteed Pay April 23£ 35 per day£ 31 per day
Statutory Cap on week’s payApril 23£669 ( GB £643)£ 594 (GB £571)  

National Minimum Wage 2023

ApprenticeApril 23£5.28£4.81
16-17April 23£5.28£4.81
18-20April 23£7.49£6.83
21+April 23£10.18£9.18
NLW 23+April 23£10.42£9.50
Accommodation  offsetApril 23£9.10£8.70

Do you need any further guidance on legal requirements for employees? Contact us today.

Make sure your payroll is up to date with the national minimum wage 2023.

Gender Equality and Gender-Inclusive HR Policies: Creating a Fair and Diverse Workplace

An essential element to creating a fair and diverse workplace is implementing gender equality and inclusive HR policies within the working environment. By prioritising gender equality and inclusivity in the workplace, the business is creating a supportive culture that welcomes everyone. Creating a business with equality and diversity at the forefront. This type of working environment will lead to higher employee satisfaction, creativity, and productivity, boosting business performance.

Having a gender-diverse working environment, helps businesses have a better understanding of their diverse customers’ needs. This will have a positive impact on customer loyalty.  Additionally, incorporating inclusive policies can make the business look more attractive to potential candidates when going through the recruitment process and help keep employees in the business. Inclusive policies can range from flexible working, supporting work-life balance, and parental leave.

Creating gender equality and inclusivity in the working environment isn’t only the right thing to do, but there is also substantial advantages for business owners and employees.

What is Gender equality in the workplace?

To have gender equality in a business, all employees must be provided equal opportunities to develop and succeed in their roles regardless of their gender. Gender equality includes equal access to career development opportunities, fair pay, and a working environment without discrimination, bias, or harassment.

Gender equality removes gender-based barriers, biases and gender stereotypes, guaranteeing everyone is provided equal opportunities and sources to be successful within society and the working environment.

What are the benefits of gender equality in the workplace?

Promoting and creating gender equality has many benefits for businesses, including;

Increased business performance

Research has shown businesses promoting gender equality within their workforce will see higher financial performance when compared to businesses with less diversity.

Enhancing innovation

A business having gender equality helps to bring a range of opinions and perspectives, stimulating and enhancing innovation.

Better workplace culture

Employee morale and satisfaction will be higher when the workplace has gender equality, leading to the workplace culture being inclusive and positive celebrating all genders.

Diversified workforce

When you create an inclusive and diverse workforce, it will continue to attract and retain diverse employees. This brings further benefits of further understanding of diverse customer bases and further perspectives.

Common barriers to reaching gender equality.

Reaching gender equality in the workplace has its barriers, such as pay gaps and lack of female representation within management/leadership roles. Furthermore, stereotyping and expectations limit businesses from reaching gender equality.

Breaking gender-related discrimination and bias can be difficult within the workplace, so businesses must commit to increasing diversity and inclusivity, whilst promoting gender equality proactively throughout all aspects of the workplace, from junior to director roles.

What are Gender-Inclusive HR Policies?

The aim of gender-inclusive HR policies is to promote equality and non-discrimination within the working environment helping employees to feel valued and supported. The HR policies should be designed inclusive of all genders, including male, female, and non-binary.

Both the employer and employee will see the benefits of gender-inclusive HR policies, from improving work-life balance and higher job satisfaction for employees to lower turnover rates of employees and attracting highly intelligent candidates when recruiting due to having a strong business reputation.

If the business has a poor reputation for poor work-life balance, you may have to provide 10% higher wages.

Examples of gender-inclusive HR policies

Transgender-inclusive health benefits

If the business includes private health care benefits, it should be covering gender-affirming treatments and operations for transgender employees.

Harassment and anti-discrimination policies

Preventing and addressing harassment or discrimination in the workplace is key to employees feeling safe and supported. Developing clear policies and process is critical, they should also be clearly communicated to all employees and businesses zero tolerance for harassment and discrimination.

Gender-neutral language

This involves using language such as ‘they/them’ rather than he/him or her/she, others include using parental leave not maternity or paternity leave. Primarily it means avoiding pronouns or titles, simply put not assuming the person’s gender. This helps to remove gender stereotypes or biases.

Strategies for Implementing Gender-Inclusive HR Policies

Conducting a Gender Pay Gap Analysis

Conducting a pay gap analysis involves reviewing the differences between male and female pay within the business. In order to complete a pay gap analysis, the business should be by gathering data including salaries, job titles, and gender. Evaluate the mean and medium of the salaries comparing males and females. This analysis will identify any substantial pay gaps.

Consider the difference between job levels, departments, and additional reasons impacting pay.  Next, the business needs to have an understanding of the reasons for the pay gap. Factors for this include employees’ experience, education level or job titles.

Evaluate the potential there were any biases during promotions, performance reviews, or when recruiting. After the analysis is complete, develop an action plan for reducing the gender pay gap if there is any.

The action plan should involve training employees on unconscious bias, reviewing the business’s pay structure, and developing policies for gender equality.  Progress should be monitored continually, as a gender pay gap analysis isn’t and shouldn’t be a one-time process but an ongoing one.

Providing Flexible Working Arrangements

A game changer for gender equality in a business is providing flexible working arrangements. Helping employees to manage both their personal and work responsibilities.

Businesses need to review what types of flexible working would work best for them, whether this is job sharing, part-time working, or flexitime with core hours. From this evaluation, a policy should be created detailing the eligibility criteria, the process for requesting, and the approval procedure.

It should stop there, communicating to employees about the policy is critical alongside providing training for managers to help them to manage the requests effectively.  Continuous monitoring is necessary for the policy to ensure productivity and engagement hasn’t dropped due to flexible working.

Understanding any barriers employees may be faced with in order to utilise the flexible working arrangements and remove them. Incorporating this policy into the working environment, it creates a space where employees feel valued and empowered regardless of gender.

Providing Parental Leave and Support

If your business is taking steps to create a gender-inclusive working environment, providing parental leave and support is a critical aspect. All parents, regardless of gender want time to bond with their new baby and adjust to their new life.

The business parental leave policy should incorporate paternity and maternity leave, detailing the procedures for requesting and approving leave alongside clear eligibility criteria.  Other programs businesses may consider are childcare support or lactation rooms.

Developing and implementing a Parental leave and support policy it clearly demonstrates the business’s commitment to making a family-friendly working environment. Both employees and employers will see the benefit of this policy, from providing employees with a better work-life balance to increased productivity and engagement within the workplace.

Creating a Safe and Inclusive Workplace Culture

Employees should feel respected and valued in the workplace, where discrimination and harassment are not tolerated. Regardless of their sexual orientation, gender identity or any other protected characteristics.  Creating a safe and inclusive environment is essential for gender equality in the workplace.

In order to have a safe and inclusive culture, businesses should have clear policies and processes for managing incidents of harassment or discrimination. These policies must be communicated with employees, furthermore, line managers should receive training in managing these situations.

Establishing a safe and inclusive workplace leads to attracting and retaining a diverse workforce, increasing productivity and thus, benefiting business performance.

Key Takeaways

Creating a supportive culture may help to make your company a more attractive option for prospective new employees and clients. Removal of barriers to equality will lead to increased innovation and improved performance from employees, especially if matched with more effective benefits packages.

Making sure that harassment policies are active and not just taken can help to promote an inclusive culture which will in turn lead to more attractive working arrangements. There are many benefits to having clear, safe, inclusive and active policies in the workplace.

HR consultancy growing in Glasgow

The BeyondHR HR consultancy service expanded into Glasgow 4 years ago and continues to develop year after year. The HR consultancy in Glasgow has grown to a team of 4, with Laura Bannister joining us in October as our newest HR consultant.

Expanding our HR
consultancy in Glasgow
was the natural next step when wanting to expand our
reach and network. From personal experience of the management team working in
Scotland, it was identified to be a similar market to Northern Ireland. 

Back in 2019, our CEO Neil McLeese commented “Our immediate ambition is to become the foremost HR consultancy in Glasgow, and we look forward to this challenge.”  Our team of HR consultants has taken on this challenge, growing the HR consultancy service in Glasgow and across the central belt to Edinburgh.

Neil now reflecting back on the last 4 years comments; “We started our Glasgow operation four years ago with big ambitions and, looking back, I couldn’t be any happier with how our first four years have gone. When we opened our office, we only had one client but now we are privileged to be the trusted HR partner for more than 100 businesses across Scotland.  So far, our team has grown to four – all of them are great professionals who really care about our clients and provide them with great service.  Our original ambitions haven’t changed so we are excited to see how far we can progress in the next four years!”

HR consultancy services in Glasgow

Our HR consultants provide HR support for employers throughout Scotland*, not only in Glasgow with both outsourced HR services and HR consultancy projects, covering a wide range of HR issues in the workplace – including;

How our HR consultants in Glasgow can help your business

At our HR consultancy firm, we proudly stand among the leading HR consultants in Glasgow. Our dedicated team is equipped with the professional insight necessary to handle a wide range of HR-related tasks. We believe in engaging actively with your team, attending employee meetings, whether it be chairing disciplinary discussions, dismissal hearings, or attending ill health meetings.

Our HR consultancy services extend to delivering essential training on subjects such as bullying and harassment, as well as diversity and inclusion in the workplace. We understand that a positive culture in a workplace is key to success and productivity. We also ensure that your contracts of employment and employee handbooks are updated in relation to employment laws.

Navigating through disciplinaries, redundancies, and the complex TUPE process can be a daunting task, but we are here to provide our unwavering support. We help streamline procedures, including employment absence management, streamlining processes within the business.

As HR consultants in Glasgow, we believe in making informed business decisions. We assist in analysing business risk in relation to employment laws, providing you with the insight you need to stay ahead. Our services also include unlimited phone and email support for assistance and advice on employee matters.

We offer comprehensive outsourced HR support, including assistance with onboarding new starters, including communication with the new employer prior to their first day. Our team stays up to date with ongoing changes in employment laws, providing you with timely advice.

We also assist in the preparation of formal letters, aiding in maintaining professional communication within your business. Our HR management software simplifies the task of managing employee documentation and holiday schedules, making your job easier.

As your trusted HR consultants in Glasgow, we strive to make your HR processes as efficient and stress-free as possible.

Why Glasgow businesses should invest in HR consultancy services?

Investing in a HR consultancy is a strategic move that can greatly benefit businesses of all sizes. As a leading HR consultancy in Glasgow, even if you already have a HR manager in-house, our team can offer invaluable assistance and a second opinion to ensure that your company is adequately protected against potential employment tribunal claims.

Our team of HR consultants offer extra support for your business. Our expertise fills in any gaps your business might not have in-house, ensuring you have comprehensive HR support at all times.

We aim to free your HR manager’s time from administrative tasks, allowing them to focus on developing a positive organisational culture. Our services also include further training on essential topics, ensuring your team is always up-to-date with the latest employment laws and HR best practices avoiding common mistakes made by businesses.

Choosing BeyondHR as your HR consultancy in Glasgow can lead to cost and time savings within your business. We streamline your HR operations, allowing you to focus on your core business activities.

Risk management for HR matters is another critical area we cover. We guide you through important business decisions, such as when to discipline or dismiss employees, ensuring you remain compliant with employment laws.

We are committed to the training and development of your team members, fostering an environment that supports growth and continuous learning. Our HR consultancy brings impartiality to your business, providing unbiased advice that is essential for fair decision-making.

Whether you’re in a growth phase, downsizing, or simply need to adjust your HR strategy, our HR consultancy in Glasgow is ready to adapt to your requirements.

In summary, investing in a HR consultancy not only enhances your HR operations but also contributes to a healthier, more productive workplace. It’s an investment that pays for itself in terms of cost savings, risk management, and overall business success.

HR partnerships in Glasgow


The HR consultancy joined Converge as a professional partner in 2019 as “we wanted to use our experience to help small businesses with their HR issues as they start to employ people.” We have been professional partners with Converge for 4 years, and each year it brings great networking opportunities for start-ups and ourselves to develop our HR consultancy in Glasgow.

Premier Partners with Causeway Exchange

Causeway Exchange puts us in touch with like-minded entrepreneurs who are trying to promote and grow their businesses across Ireland and Scotland.
The network is very active with well-attended face-to-face events. We are thrilled to be joining Causeway Exchange as their latest Premier Partner and delighted to be working with the Causeway Exchange team at this level, helping to support more businesses with their HR and Health and safety needs. Our support will benefit businesses working across Scotland and Ireland, looking forward to working with the Causeway Exchange members. 

HR consultancy in glasgow

Renfrewshire Chamber

Director Natalie O’Hare was announced as a Director on the Board of Directors for Renfrewshire Chamber of Commerce in Glasgow and more recently judged at the ROCCO Awards 2022 for the Most Promising New Business.

The Renfrewshire chamber provided multiple networking opportunities this year, including the Business Exhibition in May, which provide the chance to speak with visitors and other business owners.

Be proactive in safeguarding your business with an HR consultancy service protecting your business from potentially unfair dismissal claims or tribunal penalties for not following correct employment laws, adding 3-4 weeks’ pay for employee compensation.

BeyondHR is a team of professional HR Consultants with offices in Northern Ireland and Glasgow, Scotland. The company has more than 25 years of experience in providing outsourced HR services and HR projects for employers. 

If you would like more information or a free HR consultation, please do not hesitate to get in contact for more information on our HR consultancy in Glasgow or follow us on LinkedIn.

*with clients based in Edinburgh, Aberdeen and Dundee.

The FIFA World Cup 2022: Managing Absence and Monitoring Working from Home Employees  

The FIFA world cup 2022 kicks off on Sunday 20th November in Qatar with many of the games being played during traditional UK working hours, which could potentially cause distraction and lower productivity in the workplace. Employers may feel they need to increase their monitoring of employees working from home and review how they are managing absence effectively.

Employers may experience a higher level of requests for the same period of annual leave and change of shifts, furthermore, sickness absence may increase and the productivity of those employees working from home may decrease on match days, creating a greater need for managing absence in the workplace.

In 2021, Wales had the highest sickness absence rate in the UK at 2.8%, and England with 2.1%. Both countries are playing in the 2022 World Cup and are starting in the same group in the opening stages.  Employers may want to be vigilant when the teams are playing and consider the possibility of incorporating the FIFA World Cup into the workplace (this doesn’t mean streaming the game on a TV). 

Absence management policy

If employers aren’t managing absence effectively, it may impact the overall performance of the company. Particularly in the hospitality industry which is already experiencing staff shortages putting remaining employees under increased pressure. Employers should use this time to review their absence management policy highlighting this to staff in order to keep absenteeism to a minimum.

The busy festive period is beginning for many businesses including retail and hospitality, reiterating the need for effectively managing absence during the FIFA World Cup.

Alternatively, leave requests could be considered on a first-come, first-served basis during this period however consideration of business needs is a priority. Employers mustn’t be seen to give preference to one particular group over another, as there could be a risk of discrimination claims, for example, giving preference to male employees for leave over female employees.

What to include in an absence management policy

Absence Notification procedure

  • Who the employee needs to contact if they are unable to attend work
  • The time absence must be reported by, such as at least 1 hour before start time
  • Whether communication should be via a phone call or text message, indicating if an email is unacceptable
  • Providing the reason for absence and potentially how long the employee will be absent – employers may ask for this information if it is not provided by the employee.

Procedure for repetitive absenteeism and poor timekeeping

  • Companies should be keeping a record of each employee’s absence and the reasons for absence, to identify absence patterns and act on them appropriately.
  • Employees with repetitive absence or those who are frequently late to work may face disciplinary action
  • Poor timekeeping may increase when alcohol is consumed, so employers should remind employees that attending work under the influence of alcohol may lead to disciplinary.

Leaving the premises during working hours

  • Prior permission is required before an employee leaves the premises or if remote employees take time off. Employees may be subject to disciplinary action if these procedures aren’t followed.
  • Employers may also want to consider remote/hybrid employees who may potentially work from other environments which are not their homes, including taking work laptops to pubs to watch the World Cup.

Return to work procedure (optional)

  • Conducting return-to-work interviews following every absence will help prevent unnecessary sickness absence as employees are required to give a valid reason for missing work.
  • Following a return-to-work interview template is advised – we can provide your business with this template.

Another policy to consider is the internet and social media policy, which may decrease the likelihood of misuse of social media or the internet at work during match times.

The internet and social media policy may include the company’s stance on using company laptops for personal use or repetitive use of social media in the workplace. Furthermore, social media policies may include reference to harassment and bullying online, employees should be reminded of this as excitement or tension during matches may lead to unnecessary content going online which an employee may later regret.

How to monitor employee performance whilst working from home

Those working from home (full-time or hybrid working) may think they have an advantage in watching the world cup, however, may not be fulfilling their job responsibilities during this time even if a match is on as ‘background noise’.

Whilst there has been a shift from employees being present to employee outputs, monitoring employee performance whilst working remotely is more important.

Businesses should be

  • Having regular meetings to discuss performance and highlight any areas of concern
  • Setting clear objectives for employees
  • Determining the level of management/supervision required
  • Recognising good performance
  • Addressing performance issues proactively
  • Providing feedback to employees

There are signs you can look out for in underperforming remote/hybrid employees if you believe they are not being truthful about their whereabouts, these include;

  • Poor response time to emails
  • Not meeting deadlines
  • Missing unscheduled teams/video calls
  • Noisey backgrounds during calls
  • Refusal to turn on the camera on video calls or keeping themselves on mute

Bringing the World Cup into the workplace

The FIFA World Cup could be used to benefit employee morale, boost employee satisfaction, and positively impact business performance. Companies may allow employees to listen to radio coverage of the games as they work or be more flexible to allow employees to take their authorised break times around the matches.

Streaming of the semi-finals and the final may be used as a team bonding activity. However, employers should be reminded of being in the work environment and that over-enthusiastic celebrations or excitement/tension may hinder their judgment or professionalism.

The excitement or tension of football matches may lead to offensive or discriminatory comments made towards another team’s nationality or the characteristics of the team’s players. Employers may want to consider carefully if the consumption of alcohol is allowed during matches being viewed at work as this may lead to employees raising grievances.

Managing absence in the workplace

If your business is currently experiencing issues with how they are managing absence, contact our HR consultants today for guidance on improving how your business is managing absence or to assist in the development of workplace policies to safeguard your business against claims.

The impact of social media in the workplace

Social media in the workplace can help employees to bond by finding similar interests or hobbies from what employees post on their platforms. Unfortunately, occasionally how an employee presents themselves on social media may not align with the business values or company culture.

Issues around social media in the workplace are becoming more prevalent and we have seen an increase in enquiries which include situations where employees have posted controversial content, where the company’s name is linked to the employee in question’s personal account.

How to manage social media in the workplace?

A social media policy can be developed for inclusion in an employee handbook, which states the business’ stance on social media in the workplace. This should not be solely based on the usage of social media during working hours. On average those who are active on social media in the UK spend 2 hours and 36 minutes on social channels such as LinkedIn, TikTok, Facebook, and YouTube videos.  Safe to say employees are using social media in the workplace.

However, companies need to protect themselves when employees posts content on social media which could be deemed inappropriate by the company. As with everything the company needs to ensure they are not discriminating against any of the protected characteristics when dealing with opinions shared on social media, for example, the person’s religious beliefs.

Whilst employee advocacy on social media channels can help to promote the company, some employers may take the stance of ensuring personal life and company life remain separate. This helps decrease the potential impact of social media posts damaging the company’s reputation.

What is a social media policy in the workplace?

A social media policy can detail what the employer deems to be an appropriate manner for employees to conduct or portray themselves on social media channels. The rationale is to reduce the likelihood of employees damaging the company’s reputation.

A well-drafted and structured social media policy can help to remove the risks associated with social media in the workplace. Employers and managers should incorporate the company’s social media policy into the induction process. The expectations of the employee posting online alongside the company’s dos and don’ts of posting on social media should be outlined. The company may then use this as a training tool going forward.


Using social media in the workplace

Within the overall social media policy, incorporating the company’s expectation on using social media in the workplace is required. It should outline if employees are permitted to use social media in the workplace or not. Companies can also include stipulations for using social media in the workplace, such as keeping usage to a minimum or restricting usage to outside of normal working hours i.e., lunchtimes, breaks, before and after work.

Other conditions include the usage that mustn’t interfere with job requirements or commitments and usage that complies with other workplace policies including bullying and harassment, Data protection policy, and the company’s disciplinary procedure.

Employers also need to be aware of BeReal a current trending app with Gen Z, where images only last 24 hours but users are able to capture images of their laptop screens which may create a breach in confidentiality.

How to manage misuse of social media in the workplace  

If an issue of misuse of social media has been reported, managers will need to commence a full investigation.  The employee should be invited to an investigation meeting to discuss the alleged inappropriate conduct and the manager will gather all other evidence.

Gathering evidence to support the report of misuse is critical, for example, if the reports are based on what the employee has posted online, screenshots of the posts will be required. Other evidence regarding the overuse of social media during normal working hours may include witness statements.

Having completed the investigation, the manager will then determine the need to progress to a disciplinary hearing.

Inviting the person to an investigation meeting to discuss the report or highlight the inappropriate conduct online in the first instance, the manager will need to discuss the possibility of disciplinary.

Managers and employers will need to establish the seriousness of the misuse of social media in relation to their social media policy and procedure. The employee handbook will indicate the seriousness of the misuse, many companies will include ‘improper use of the internet or email facilities’ within gross misconduct, meaning the employee may be liable to dismissal if proven guilty.

Check out our free downloadable guide on conducting a disciplinary investigation, detailing how to follow the correct process for investigations in the workplace.

Examples of inappropriate use of social media

Trolling or harassment online

Posting of negative comments may be deemed as trolling/bullying, and other employee’s or customers/clients could see these comments which may impact both on company culture and client relationships. In addition to this, many professionals have LinkedIn profiles which mean they could locate the person who posted negative comments works – leading to reports of trolling or harassment online.

Confidentially breach  

A breach of confidentially can occur when an employee shares information such as the company’s finances, client lists, or employees’ personal information on social media. There may be a breach if an employee shares a picture of their laptop screen which has open documentation on social channels such as Instagram stories.

Making discriminative comments

If employees post opinions that are found to be discriminatory and involve any of the protected characteristics, including race, disability, or religious beliefs this may be deemed as gross misconduct leading to dismissal. When claims of this nature have been made, strong evidence of misconduct is required i.e. screenshots or screen recordings of the posts in question.

Sharing of opinions which may be damage a company’s reputation

If an employee posts opinions online about a company, another employee, or a client in a negative manner this may impact on the company’s reputation. If negative opinions are shared online, when a company is going through a recruitment campaign it may lead to a potential candidate withdrawing or not applying for the job.

If an employee posts negative comments about a customer or client online, this may damage the relationship between the company and their client/customer, who may opt to not use the company’s services or products moving forward.

Posting comments either directly or indirectly about another employee creates a hostile working environment and has a lasting effect on the employee and company culture.

What are the advantages of social media in the workplace?

Social media in the workplace can also have a positive impact, check out the examples below;

Showing staff appreciation and retention

Recognising employees’ work on social media helps them to feel valued and appreciated. Other ways to show appreciation include posting about employee achievements and work anniversaries.

Improving workplace relationship

Employees are able to communicate more freely with co-workers and social media communication can go a long way to enable collaboration across departments.

Helping to grow employer branding

Positive posting can aid in recruitment campaigns, by helping to highlight the company’s good culture as being inclusive and diverse. Candidates are more likely to apply for jobs if the company presents a positive presence online, assisting companies to beat the current war for talent.

Professional networking

Employees can engage in conversations with other business owners through posts or insights shared, which is good news for B2B companies helping to boost brand awareness. These connections could lead to new client signs up or referrals.

How we can help your business manage social media issues in the workplace

Our team of HR consultants will begin by reviewing your employee handbook to establish the businesses expectations and workplace policies for employee conduct on social media.                                                                                                          

Exciting new HR trends for 2022

Are you still living in 2020 and not quite sure where the last two years have gone? Is 2022 the year life becomes a bit more predictable again, potentially even those booked holidays will go ahead? While we aren’t certain PCR tests will be disappearing any time soon as we adapt into a new ‘normal’, we can be sure that the HR industry will see new and exciting trends in 2022.

Whilst staying up to date with employment law and statutory pay changes remains, we will also see new HR trends forming and others continuing. From the ‘great resignation’ still having an impact on businesses, to the increasing influence of artificial intelligence in admin tasks take the lead in HR management.

Check out our 5 HR trends for 2022:

1. Artificial intelligence

Digital transformation continues to storm the HR industry and the automation of administrative tasks will increase during 2022. This growth will allow HR managers to focus on more high impact tasks such as building more inclusive and diverse workplace cultures, instead of monotonous daily admin tasks.

At BeyondHR we are partner with Breathe HR to bring businesses HR management software designed to help to manage holidays, employee documentation and employee training. This allows managers and HR teams reduce their time managing administrative tasks for employees as well as helping to ensure efficient organisation of employee processes, including holiday cover and ensuring up to date training has been carried out by all personnel. 

2. Increased focus on mental health support

Employees are less likely to stay within stressful environments due to the impact on their mental health and well-being.   Company initiatives geared towards improving employee mental health and monitoring employee wellbeing, especially with WFH, are now essential. From open and regular communication between managers and co-workers. These conversations should not be only work related but personal.

Why do companies need to invest in employee well-being?

3 main reasons:

  1. Better employee engagement
  2. Increased employee performance
  3. Reduced sickness absence

When developing a mental health and wellbeing strategy, senior management should be fully engaged and liaise with all employees. Begin with reviewing the working environment and work demands – are these too high, adding unnecessary pressure to employees?

Social wellbeing within the company should be analysed, do employees have good working relationships or is there personal growth for employees helping to develop their careers? Companies can promote healthier lifestyle choices for their employees, furthermore, providing guidance on financial wellbeing should be a key aspect of any wellbeing strategy.

Our HR experts can provide support in monitoring a wellbeing strategy, establishing any potential information missing from the strategy.

3. The Great Resignation continues…

The great resignation continues in 2022, calling for greater company benefits and a greater need for transparency. People changing careers has soared by 50% globally in 2021 causing the biggest change in the recruitment market and skill shortages rising.

Company culture is playing a bigger role in recruitment, including how they manage employee wellbeing. Consideration should be given to companies’ online presence and employer brands, taking into consideration customer and former employees’ reviews. For example, candidates may search the company on Glassdoor which focuses on internal insights of a business.

What is your recruitment process, are you carrying interviews out by video call or face-to-face or both? Pre-pandemic 94% of final interviews were carried out face-to-face, post-pandemic this figure has dropped to 17%.  Are you willing to adapt your interview process to be flexible if candidates ask for video call interview?

4. Increased flexibility and dealing with rising absence

The 4-day week is likely to increase in 2022, employees valuing their time more following the pandemic. Companies may be wise to contingency plan how they might manage multiple flexible working requests and the feasibility of adapting to a 4-day week.

In regard to absence management procedures, we have already seen a recent change in statutory sick pay certification processes. Employees across the UK can now self-certify sickness for 28 days instead of 7 days until January 2022. This means companies are unable to ask employees for medical proof of sickness until after 28 days.

Effective absence management can lower absenteeism however, business will need to take a balance approach due to the ongoing war for talent in recruitment.

5. HR collaboration

HR departments can improve internal processes more effectively through collaboration with other teams, particularly IT and finance.

IT departments can help to provide quicker and securer methods of gathering and storing essential employee information as well as making it simpler for employees to manage their own sickness absence and holiday requests. Furthermore, IT departments may have improved methods for completing work through online platforms, helping to decrease the workload of employee. This may result in a better working environment and reducing stress levels.

Collaboration with finance can help with budgeting for new updated platforms for workload management, as well as, helping to develop a strategy for financial wellbeing policy for employees. HR departments can hold training and guidance for employees for managing their work and personal budgets. This is becoming more and more relevant with the increased costs from Brexit.

As mentioned, IT departments can have quicker and easier methods for completing tasks, which has great relevancy for transport industry and businesses importing from UK/Europe. Business have increased red tape for importing and exporting following Brexit, leading to more paperwork and documentation required. HR and IT can work together to create process to minimise the impact and time required for additional red tape.

We cannot be certain what 2022 holds for us, but as always, we are available to support your business and teams with any HR issue that may arise. We are looking forward to working with you this year. Contact us at [email protected]

HR Trends for 2022